Business

Twenty years of experience as global business consulting leader and business adviser to Tata Consultancy Services and other information technology services companies.

Some key clients include Boeing CorporationInternational Civil Aviation OrganizationBay Valley FoodsAsian Development BankJapan International Cooperation AgencyWorld BankDFID UK, and multiple public sector entities and governments.

Experience in mergers and acquisitionturnaround and business development. https://www.sudhirahluwalia.com/

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  • India-Australia Trade: Agriculture Sector

    India-Australia Trade: Agriculture Sector

    The global trade conflict presents an opportunity to strengthen the India-Australia Trade Relationship. Australia has a vast landmass with abundant minerals and top-notch human resources, while India is the most...

    India-Australia Trade: Agriculture Sector

    The global trade conflict presents an opportunity to strengthen the India-Australia Trade Relationship. Australia has a vast landmass with abundant minerals and top-notch human resources, while India is the most...

  • Cracking the code: Unleashing M&A synergies for success

    Cracking the code: Unleashing M&A synergies for...

    Post-deal management is complex and extends beyond financial management. Understanding the mindsets that people bring with them and develop throughout a combination is equally important for obtaining M&A synergies,

    Cracking the code: Unleashing M&A synergies for...

    Post-deal management is complex and extends beyond financial management. Understanding the mindsets that people bring with them and develop throughout a combination is equally important for obtaining M&A synergies,

  • M&A - Success-failure analysis

    M&A - Success-failure analysis

    In the run-up to a merger and acquisition, energy levels are intense. Yet, afterward, planning and post-merger activities become weak and ineffective, leading to failure. Several reasons are attributed to...

    M&A - Success-failure analysis

    In the run-up to a merger and acquisition, energy levels are intense. Yet, afterward, planning and post-merger activities become weak and ineffective, leading to failure. Several reasons are attributed to...

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